4.15 As well as enforcing standards across departments, a central function can sometimes centralise specific activities and provide shared services across government. Early on, GDS recognised the opportunity to have a standard platform for government websites in GOV.UK.
4.16 Over time, GDS has expanded its development of centrally developed systems, which it is calling common platforms. Since 2015, it has adopted a Government as a Platform strategy which aims to create a wider system of centrally coordinated shared reusable components. GDS is developing several platforms centrally, including:
• GOV.UK Verify, to provide a single, common identity assurance platform for users to prove who they are when accessing government services online;
• GOV.UK Pay, to provide an online interface for users to pay government, using a range of online methods, regardless of what service they are using; and
• GOV.UK Notify, to enable departments to send text messages, emails or letters to keep users updated on the progress of their transactions with government.
4.17 GDS has made progress in developing the platforms. However, establishing common services or platforms is difficult. GDS needs to overcome specific concerns about:
• Establishing the need for new platforms
In 2014, the Civil Service Corporate Management Board asked GDS and HM Treasury to work with departments on the case for adopting a cross-government approach. They stated that "a first principle for delivering any of the building blocks of Government as a Platform would be to reuse previous work done by departments". But so far the main working components are newly built platforms.
• Contribution to overall transformation
In principle, development effort is reduced when new services can make use of existing common components. GDS's new platforms are attempting to aggregate demand. The underlying applications (such as text message notification) are already commercially available and used in existing services. It is not clear how new platforms are meeting the greatest need and the direct benefits of aggregation are small.
4.18 In past reports on shared services and functions, we have noted similar challenges for centrally managed activities. Lack of clarity of purpose and a poor understanding of wider government requirements can lead to unanticipated problems with performance, slow or limited adoption of the service, and poor realisation of business case benefits. Because of its larger scale and significance, we consider these risks in greater depth for GOV.UK Verify.